PROJECT MANAGEMENT PLAN UPDATE - wsdot.wa. · PDF fileLead Project Manager: Jim Larson Project...

PROJECT MANAGEMENT PLAN UPDATE

SR-522 Snohomish River Bridge to US 2 Vic.

Widening MP 20.41 to MP 24.68

PIN# 152234A

Project Engineer: Mark Allison

Lead Project Manager: Jim Larson Project Manager: Andrea Burgess

Project Manager: Vanessa Ness July 2009

Snohomish River Bridge to US 2 Vic. Widening Project Management Plan

Project Team Endorsement The Project Team Members are requested to respond by email with their endorsement of the Project Management Plan Update to the Lead Project Manager.

Work Plan Endorsement Statement By committing to this updated Work Plan, the Project Team Members and Specialty Groups agree to undertake the duties, responsibilities and directives per Executive Order E 1032.01 dated July 1, 2008.

“We endorse this updated Work Plan and are committed to actively supporting it. We accept responsibility for fulfilling any aspect of the plan that applies to us, including providing resources, actively participating, and effectively communicating. We know what to do and are prepared to act. Our endorsement is an active and positive statement that we are committed to fulfilling the responsibilities designated in this plan.” Team Member Name Endorsement Role Email Received Mark Allison ____8/12/09__ Design Project Engineer

Tim Nau ____9/4/09___ Assistant Design Project Engineer

Jim Larson ____8/12/09__ Project Manager

Andrea Burgess ____9/4/09___ Project Manager

Vanessa Ness ____8/12/09__ Project Manager

Dave Hilderbrandt ___8/20/09__ Parametrix Project Manager

Rich Zeldenrust ___9/4/09___ HQ Bridge and Structures Office

Todd Mooney ___7/23/09__ HQ Geotechnical Office

Dave Lindberg/Steve Strand ___9/4/09___ Construction Project Engineer

Juan Reyes ____9/4/09___ Construction Traffic Office

Kerry Ruth ____9/4/09___ Environmental Services Manager

Steve Shipe ____8/27/09__ Environmental Services Business Manager

Chris Johnson/Nabil Dbaibo ____9/4/09___ Region Materials Office


David Peterson/Tina Vincent ___7/30/09___ Landscape Architect Office

Ron Morton/Steve Russell ___8/25/09___ Area 3 (Everett) Maintenance Area

Duke Do/Russell Day ___8/19/09___ Traffic Signing Design

Duke Do/Al Mostowfy ___8/19/09___ Traffic Electrical Design

Duke Do/Mosen Janka ____9/4/09___ Traffic ITS Design

Heba Awad ____9/4/09___ Utilities Coordination

Lorraine Sagdahl _____9/4/09___ Region Plan Review

Joe Simek _____9/4/09___ Survey

Paul Kinderman ____8/19/09___ HQ Bridge and Structures Architect

Maggie Brown ____9/4/09____ City of Monroe


Management Endorsement Work Plan Endorsement Statement By endorsing this Work Plan, the Executives and Senior Managers agree to undertake the duties, responsibilities and directives per Executive Order E 1032.01 dated July 1, 2008.

“We endorse this Work Plan and are committed to actively supporting it. We accept responsibility for fulfilling any aspect of the plan that applies to us, including providing resources, actively participating, and effectively communicating. We know what to do and are prepared to act. Our endorsement is an active and positive statement that we are committed to fulfilling the responsibilities designated in this plan.” Name: Initials Role Randy Simonsen ____________ Area Engineering Manager, Sno-King


TABLE OF CONTENTS Project Team Endorsement ........................................................................... 2

Management Endorsement ........................................................................... 4

Initiate and Align ....................................................................................... 3

Project Purpose: .................................................................................................................... 3

Project Description: .............................................................................................................. 3

Team Vision:.......................................................................................................................... 3

Team Mission/Assignment: .................................................................................................. 3

Team Identification/Roles and Responsibilities – See Appendix B .................................. 3

Major Milestones .................................................................................................................. 3

Measures of Success .............................................................................................................. 3

Project Boundaries ................................................................................................................ 4

Project Operating Guidelines .............................................................................................. 4

Within Meetings: ....................................................................................... 4

During Project Development: ........................................................................ 5

Lessons Learned from SR-522 Stage 4 Project .................................................................. 5

Baseline Schedule and Budget ........................................................................ 6

Plan for managing the schedule ........................................................................................... 6

Budget Management .................................................................................... 7

Communication Plan ................................................................................... 8

Internal Communication ...................................................................................................... 8

Public Communication and/or Involvement ...................................................................... 9

Key audiences ...................................................................................................................... 10

Key Messages ....................................................................................................................... 10

Quality Assurance & Quality Control Plan ...................................................... 10

Change Management Plan ........................................................................... 11

Transition & Closure Plan ........................................................................... 12



Appendix A: Project Risk Management Plan Matrix Appendix B: Team Identification - Roles & Responsibilities Appendix C: Schedule/Major Milestones (also see on-line PMRS Primavera Schedule)

Snohomish River Bridge to US 2 Vic. Widening Project Management Plan 3

Initiate and Align

Project Purpose: The purpose of the project is to develop a safe, usable, financially responsible, and buildable highway widening on SR 522 from the Snohomish River Bridge to the vicinity of US 2. WSDOT and the consultant shall work together to accomplish this effort in a timely manner.

Project Description: This safety improvement and congestion relief project includes the Snohomish River Bridge crossing and three other bridges, modifying the existing 164th Street interchange in Monroe including building a roundabout at the westbound ramps, walls, signals, illumination, wildlife crossing determination, drainage, and wetland and stream mitigation. The project is scheduled for construction starting in 2011.

Team Vision: Our vision is a widened divided approximately 4.5-mile long freeway that includes two lanes in each direction, four bridges, and one interchange that:

• Is advertised on December 2010. • Is open to the public in November 2014. • Is compatible with adjoining SR 522 mainline improvements. • Meets the safety and mobility needs of the traveling public and adjacent community. • Is environmentally responsible.

Team Mission/Assignment: The project team will work collaboratively to develop a preliminary design and environmental documentation laying the groundwork for future permitting, Right of Way Acquisition, and PS&E that is accurate, buildable, and clear. Each of these products will be delivered on time and within budget. The team will ensure coordination with other SR 522 projects. The team will identify opportunities to combine efforts within the project team and with other project partners.

Team Identification/Roles and Responsibilities – See Appendix B

Schedule/Major Milestones – See Appendix C The project will track the schedule and major milestones in the on-line PMRS Primavera schedule, which will provide an overview and status to the WSDOT Management, Project Team, Legislature, and the public. The schedule will be resource loaded with budget information at the activity task level, and will be updated for changes to logic, budget, and actual start/finish dates twice a month. One of the updates will always coincide with the Legislative deadline for Earned Value reporting with a “Data Date” of the 1st of every month. The major milestones in Appendix C apply to this project and are committed to the Legislature.

Measures of Success What the team must accomplish for this project to be successful:

Project Management Plan, schedule, and workforce estimate updates endorsed by the team.

All team members are committed to the successful completion of the project.


Manage change effectively. Maintain an open, effective and timely communication within the team, with sponsors,

other agencies, stakeholders, and the public. Understand all stakeholders’ needs and concerns, mediating issues to an acceptable

conclusion. The project is completed on time and within the approved budget. See Project Budget Project commitment file is clear and complete. Project documentation is clear and complete. Project PS&E is clear and complete Project minimizes and mitigates environmental and social impacts Project mitigates current congestion Design Risk is evaluated with the appropriate contingency applied Design deliverables are check for quality Issues that impact the design deliverables are identified, communicated and addressed

promptly. 95% of all review comments turned in by the established review date Confidence Report updated the first day of every month.

Project Boundaries Boundaries define the limit of the team’s decision-making authority and are useful for identifying potential risks or change.

Project limits MP 20.41 to MP 24.68 Scope limits, per Final Project Definition and Project Control Report Forms (PCRF)

“Fixed Scope, Budget, and Schedule” Design consistent with WSDOT design standards and policies This is a Nickel Project (limited amount of State funds) Minimize and mitigate social and environmental impacts Project is Permitable & Constructible It has a fixed Scope, Budget, and Schedule No HOV Lanes/Ramp meters Maximize use of existing right of way Prior commitments Maintain traffic flow during construction Design Year 2030 Endorsed schedule and workforce estimate Ad Delivery is December 6, 2010.

Project Operating Guidelines Within Meetings:

Begin and end meeting on time Respect the agenda Listen actively and get involved Manage air time constructively Be open to new ideas, concepts, and thoughts Be willing to reach consensus Each member assumes responsibility for the group’s progress


Leave the meeting with a clear plan of the next steps -- who will do what by when

During Project Development: Design Office Conduit for communication

o Request for action thru design office Direct contact between Parametrix and WSDOT support groups

o Establish confidence level then communicate directly updating design office Record communication – email, meeting notes, etc. Consolidate/Pre-screen information prior to sending to customer to avoid conflicts Develop process for major decision

o Speak with one voice thru design office o Bring right people together o Contact P.E. for decisions and project focus

Early notification of changes (No Surprises) The Project Engineer will set goals for the project. The Design Office will be the lead on the project All WSDOT standards and procedures will be respected. Deadlines for deliverables will be respected. All parties will make clear and timely communication a priority. The needs and concerns of all parties will be considered. Issues will be documented, assessed, and collaboratively resolved. Project Sponsors will

be notified of unresolved issues affecting schedule deliverables, budget, and scope. The functional managers will communicate with the Project Manager on issues of

significance involving schedule impacts, design standards and deviations, staffing, overtime and project expectations.

The team leaders will communicate with the Project Manager regarding general project delivery issues.

All lead role members will communicate constantly to assure that deliverables are compatible with the rest of the project.

Support groups will provide expertise and deliverables as specified under Roles and Responsibilities

Lessons Learned from SR-522 Stage 4 Project Outside Agency Coordination

o Outline WSDOT process/Expectations o Pursue establishing written commitment from Agencies with regulatory

jurisdiction o Emphasize -early regulatory agency input directly guides the design

Possible MAP team use Major scope change impacts all project design aspects

o Funding changes are a heavy influence Positive team chemistry Communication

o Constant/Open/Helpful o Early and complete feedback needed from support groups to aid design

Schedule o Reviews need more time to react to late changes

Early field review with key WSDOT groups


o Specific Construction input is helpful Improve coordination

o Parametrix and WSDOT environmental o Define roles of support vs. lead design status

Computer file sharing o Establish filing process and work within protocol

Obtain permits prior to AD o Obtain prior to Region Plan Review milestone o Need management support o Endorse in writing

Plans must show all permit issues Permits conditions were a moving target/often changed – required re-work Bring contractors into design process to aid in problem solving Keep Real Estate and Environmental offices updated on design changes

Baseline Schedule and Budget The schedule and budget are defined in the on-line PMRS Primavera schedule. Team members will provide a scope and budget, identify deliverables and resources using the task planning worksheet, and identify all risks associated with each deliverable.

Plan for managing the schedule The schedule will be progressed to the “Data Date”. The “Data Date” is the 1st of every

month. It will also be updated at mid month. Project Milestone and Deliverables will be reviewed twice a month by the Task Leads

and progress/status reports will be communicated to the Design Project Office prior to the “data date” for confidence reporting.

PMRS 30-day lookahead report will be distributed to the team leaders and/or leads at the weekly team meetings.

The Design Office will manage the schedule.

Plan for resolving schedule conflict The Design Office will be the lead for all civil design elements, constructability reviews,

Design Documentation Package, TESC Report, and WZTC. The Environmental group will provide duration for all environmental tasks. The Construction Office will review and provide concurrence on the construction

schedule and the number of working days. The Plans Review Office will provide the schedule for PS&E Review, Proof Copy, and

Contract Ad and Award. Traffic Design will provide the scope, schedule and budget for all traffic design elements. HQ Geotech and Region Materials offices will provide the scope, schedule and budget

for their items of work. HQ Bridge office will provide the scope, schedule and budget for their items of work.


Budget Management This project is fully funded for Design and Construction. This project is fully funded by the Nickel Funding Package. The following numbers include finds budgeted for floodplain and wetland mitigation banking credits but do not include the roadside restoration phase.

Phase PE $ 16,868,000

ROW $ 5,647,000 CN $ 115,774,960

Total $ 138,289,960

Construction Budget A CRA was performed in June 2006 and the project cost estimate was updated. The

construction estimate will be reviewed and updated at the 60%, 90% and 100% design level. A Design Estimate Documentation Package will also be prepared at the 60%, 90%, and 100% milestones for management review.

The construction cost estimate will be developed in accordance with the November 2007 Cost Estimating Guidance for WSDOT Projects.

Informal meetings will be held, as necessary, to resolve difference in opinion on the cost estimate. If resolution of an issue cannot be reached, the issue will be escalated to the Project Manager. If needed, further escalation will continue to the Project Management Team.

Preliminary Engineering Budget Refer to “Plan for developing the schedule” regarding resource loaded schedule process

and baseline. Assure potential cost overruns do not exceed authorized funding. Managing changes when they occur and ensuring changes are agreed upon. Charges from all groups will reflect the correct Work Op Codes Overtime charges will need approval by the Project Manager prior to any work Project cost to complete should be consistent with the cost shown in PMRS resource

loading If any change requires additional funds, the change will require approval from Program

Management. Actual costs of the work performed will be imported into the PMRS schedule monthly

from TRAINS, and compared to the budgeted costs.


Communication Plan Internal Communication The communication plan for the SR 522 Snohomish River Bridge to US 2 Vic. project establishes standard procedures for the project team to:

Communicate effectively internally and with sub-consultants, outside agencies, jurisdictions and the public and

Provide documentation for the decision making on the project.

A diverse array of teams and skills are needed for completion of this project. Team members must clearly understand their roles and responsibilities for communications and documentation as they deliver products and interact with other team members.

Communication Methods and Tools

PMRS/Confidence Report Updates • All Specialty Group PMRS Confidence Reports will be updated monthly by the 1st day of

each month. • The Design Office will update the Confidence Report and schedule by the 1st day of each

month.

Project Team Meetings Meeting Who Frequency Date/Time Place Support Groups Project Status updates

Design Office, PMX, NW Region Support Groups

Monthly To be determined TBD

Bridge Design and Geotech status

Design Office, HQ Bridge & Geotech Offices

Bi-weekly Bi-weekly, 12:30- 2:30 pm

Video Conference – Dayton Room 3B, Bridge Office/Bridge Office

General Project Status Project Managers Weekly 10:30-11:30 am Dayton Room 5B

Agendas and meetings summaries shall be completed for all team meetings. Each summary shall include the time and location of the meeting, the attendees, the conclusions of the meeting and any action items. The summaries shall be distributed to all attendees and the WSDOT and Parametrix project managers if they are not in attendance.

Email E-mail provides a valuable communication tool but must be used appropriately. The volume of e-mail generated by a project of this size will be substantial. In order to help the team manage the project e-mail, the following points are requested:

Always include the project name “SR522 Snohomish River Bridge to US2” in the subject line


Include the appropriate project manager and task manager in the CC: line in instances when the project or task manager is not directly involved in the subject

Avoid repeated versions of attachments with the same file name Transfer large files by using the WSDOT or Parametrix FTP site

Telephone Team members are requested to take notes of telephone conversations that cover important project matters. The records shall include the parties in the phone conversation, date, time and points of discussion.

Written Correspondences All outgoing written correspondences; including letters and memos shall be signed by the project manager. Copies of all transmitted materials shall be filed in the office day file and also in the project files.

Public Communication and/or Involvement Significant public relations risks and opportunities In this section, describe the risks and opportunities that are most likely to grab public attention. While it’s not necessary to list every possible risk, list those that are most likely and would most affect drivers, neighbors and taxpayers. These are the risks that you want to watch most closely during your project. For more details, please refer to the separate communication plan.

Potential issues of significant public relations risks and opportunities for planning and design projects include: Landowners that don’t want to give up all or some of their land for the project Businesses worried about our construction’s affect on customer access Environmental damage; Snohomish River, wetlands, streams, NGPA, wildlife

crossing, county park property… Noise, desire for noise walls or quiet pavement, etc. Lengthy project schedule or frustration with delays getting the project started Discovery of significant cultural resources at the Snohomish River Environmental Assessment public meeting Residents asking how this project will mesh with the future Monroe Bypass. Residents wanting funding for this project shifted to build a Monroe Bypass or

improve another section of SR 522. Public frustration with the hourglass design between Paradise Lake Road and the

Snohomish River Bridge.

Potential issues of significant public relations risks or opportunities for construction projects include: Workday traffic disruptions Night noise Overnight traffic delays Traffic delays during special events (Monroe Fair) or holiday seasons Major milestones – Snohomish River Bridge, 164th Street interchange & roundabout Environmental damage Work zone safety concerns or incidents


We surprise internal and external audiences with: unexpected or delayed milestones, construction mishaps/problems, and budget issues.

Key audiences • Commuters • Stevens Pass travelers, Monroe Fair visitors, truck drivers, local shoppers • City of Monroe • Snohomish County • Local media • Local officials and state legislators • Local businesses

Key Messages • We are widening SR 522 to four lanes between the Snohomish River and US 2 in

order to increase mobility and safety along this route. We will also build a new two-lane bridge over the Snohomish River immediately downstream of the existing bridge, and add divided median between the Snohomish River and US 2

• We will also add a roundabout at the 164th Street interchange, make culverts fish passable where designated in the plans, and build a wildlife crossing

• This is part of a larger project to improve the entire SR 522 Corridor, from I-5 in Seattle to US 2 in Monroe. WSDOT is committed to making the corridor safer for drivers and to keeping freight and passenger vehicles moving along this busy route.

Project improvements include:

Widening of SR522 highway from two-lanes to four-lanes Four bridges including the new Snohomish River Crossing Improvements to existing 164th Street interchange in Monroe including a roundabout at

the westbound ramp New signals & lighting Wildlife Crossing New stormwater treatment facilities Wetland, Floodplain and Stream mitigation

Quality Assurance & Quality Control Plan Project WBS work elements were reviewed and the following ones were identified for applicable standards for each product, process, service, and deliverable.

Quality Assurance Control Plan Items Reviewers to be identified and assigned. The project to be executed in accordance with applicable WSDOT Manuals. Communication with team members (may lead to decision documents). As much as possible, team members will review and check each other’s work As much as possible, the Team Supervisors will review and check all work As much as possible, the Project Managers will check selected items of work


Reviews to be scheduled: o Plans will be reviewed to establish consistency in the documentation prior to Ad. o Scope, Schedule, and Budget will be reviewed periodically for progress. o Peer review process at the 60%, and 90% submittals o Review by Independent reviewer throughout all phases

Change Management Plan Change may be encountered during the life of this project. The purpose of the Change Management Plan (CMP) is to establish some basic guidelines for how changes are identified and the appropriate procedures for documenting and managing the changes.

Changes which affect the scope, schedule, or budget of the project will be considered Documentation Level Changes and will be documented on the Project Control Report Form (PCRF). In addition, the team may designate other changes as being documentation level changes which will be documented on the Change Management Form kept in the project office.

Change Management Documentation Process 1. Identify Change Issues

• Determine the category or type of change. • Establish a formal change description. • Determine the potential impact of the change. • Document the origin of the change (who initiated it, what precipitated it). • Identify who may potentially be affected. • Identify who is responsible for the managing the change.

2. Verify and Analyze the Change • Evaluate and quantify the impact to the project performance baseline (scope,

schedule, and/or budget). • Does it introduce additional risks to the project? • Evaluate the effects on other project tasks or deliverables. • Identify and coordinate with affected specialty groups, consultants, etc. • Brainstorm, analyze, and prioritize strategies for change management. • When necessary, consult with subject matter experts.

3. Develop a Mitigation/Recovery Strategy • What needs to be done, who will do it, and by when? • Formally establish the scope of the change and direction for incorporating the

changed work or conditions. • Formally establish required adjustments to the project performance baseline. • Identify level of authority for endorsement. • Provide appropriate notifications to team members affected by the change.

4. Gain endorsement for the change • Notify and consult with Region Management, Region Program Management, and

Project Control and Reporting regarding the change and its impacts.


• Obtain endorsement from the appropriate level of authority.

5. Update the Project Performance Baseline and monitor the effects of change • Update the Project Management Plan and Project Performance Baseline to document

the change. • Identify responsibilities and timelines for carrying out. • Monitor and evaluate implementation.

6. Communicate changes per this Change Management Plan • Notify appropriate team members, management, consultants, stakeholders, and

customers as identified in the Communication Plan and Change Management Plan.

Develop and Apply a Change Management Record Document Steps 1 to 6 above and retain in project files.

Transition & Closure Plan Optimal success for this project – realization of the project purpose - requires delivery of a quality product resulting in satisfied customers and conducting a deliberate closure – including an effective “hand-off” to a subsequent phase and team. Elements of a transition or closure plan are identified below.

This project will be transferred to the Project Construction Office at the award of the contract. The major milestones that will be accomplished are Environmental Permits received, Right of Way certification, and Advertisement (Ad Date).

Formal review of the project commitment file will occur prior to the Pre-Construction Meeting.

Design - assist in clarification and making changes to design related issues. Environmental - assist in coordinating permit and environmental issues. Management - assist in change order review and approval. Public Affairs - assist in public coordination efforts. Lessons learned will be identified, compiled, documented, and reported for specific

project team activities and responsibilities throughout the life of the project. All electronic documents will be saved on the Design Office T Drive. All hardcopy files will be filed at the Design Office. Filing will be in accordance to

the Filing System Manual. All CADD/In-Roads files will be archived in accordance with the CAE Archival

Process.

Value Variability % Ad Date End Construction dateWSDOT

Ovidiu Cretu 360-705-7599

Target AD date 12/06/10 5% Mob 10.0% A/B/A Duration 4Mo 50 December 6, 2010 February 16, 2015Estimated CN Duration 42.0Mo 5% Tax 8.5% on-WSDOT rat YOE 60 December 9, 2010 March 20, 2015

Estimated PE Cost 16.87 $M 5% CE 10.0% PE 17.1$M 70 December 11, 2010 April 22, 2015

Estimated ROW Cost 5.65 $M 5% PE 13.1%ROW 5.9$M 80 December 15, 2010 May 24, 2015

WSDOT accepts no responsibility for its use Estimated CN Cost 128.86 $M 5% C.O.C 4.0% CN 134.4$M 90 December 19, 2010 June 25, 2015

Critical Issue

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Summary Description Threat and/or Opportunity

Detailed Description of Risk Event (Specific, Measurable, Attributable,

Relevant, Timebound) [SMART]

Risk Trigger

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including advantages and disadvantages include date

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Risk Review Dates

Date, Status and Review Comments (Do not delete prior comments, therefore providing a history)

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70%

Monitoring and Control

Total Cost YOE [$M]

155.74 162.75

156.88

®50%

Project Title

Estimate Date

Project PIN #

Total Cost CY [$M]Snohomish River to 179th (no defered work) using 50% quantities with unit rates as of July 2009 Risk Markups

07/06/09

WSDOT Escalation tables built-in.

The above macro should be activated to generate the final

results. Do not stop it if it is running.

152234E

162.02

The yellow highlighted cells have to be filled in order for macro to run correctly. The light green highlighted cells may be filled if you know what you are doing. !!!!!!!! Existing (Pre-Mitigated) Design!!!!!!!!!!!!Created and Maintained by WSDOT, contact Ovidiu Cretu 360-705-7599, [email protected]

163.91

166.89

60%Last Review

Date 08/24/09

90%

158.16 165.24

159.82 80%Project Manager Mark Allison

169.19

Risk Identification Risk Response PlanQuantitative Analysis

Risk Impact ($M or Mo)

Risk Matrix (Probability of Occurrence by Expected Impact)

Qualitative Display of the Best Guess ImpactD Pr [ ]

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Threat MIN 0.50$M VH

MAX 6.00$M H

Most Likely 1.00$M M

0 Master Duration Risk L

MIN VL $

MAX VL L M H VH

Most Likely

Threat MIN 0.00$M VHMAX 4.00$M H


2 0 L Mo $

MIN 0.0Mo VL

NO

mon

thly As of Feb 26, 2009, several large transporation

projects have received bids at 10% to 20% below the Engineer's Estimate.

Con

stru

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Cos

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Des

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PE

Issue related to size, type of work and competition in the contracting market at time of bid.

High bids on similar projects

YE

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The current proposed April 4, 2010 ad date will make it very difficult to complete the inwater work for the Snohomish River Bridge during the first construction season. Minor delays in the

t ti h d l ld t d th llmon

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Minor delays for the Snohomish River Bridge work could cause a one year or more delay to the project schedule. The in-water bridge pier work must be completed within the fish window from July to September Final design may e

Delays during PS&E or acquiring permits; inwater bridge pier construction delays

Cos

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Bridge Construction (preconstruction and

construction)

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The project cost estimate will reflect current market conditions that will be monitored and based on the bid opening results of other similar large transportation projects. A

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construction market conditions

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Geotechnical drilling has been completed early to determine ground conditions. To avoid this risk, the project team has met with the major prime contractors and drilling contractors to review the planned construction strategy. We are implimenting

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MAX 12.0Mo VL L M H VH

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MAX 3.50$M H


4 0 L

MIN 0.0Mo VL $Con

stru

ctio

n Additional noise walls may be required in the Monroe area where houses have been built adjacent to the the highway.

Additional noise walls required

Elected representatives could direct WSDOT to include additional noise

Sche

dule

Additional Rehab of Eastbound Pavement

The eastbound pavement has been in need of an overlay for several years but has been delayed due to budget reasons.

Additional failing pavement may be discovered during construction.

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This item is currently dormant.

construction schedule could extend the overall schedule by a year or more.

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July to September. Final design may require additional shafts for Snohomish River Bridge.

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The pavement will be re-evaluated during the next regularly scheduled Region wide pavement review.

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PE

The pavement will be monitored by the Construction Project Engineer to determine to additional pavement rehab is required.

Des

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The Environmental document has been completed for the project and a FONSI was issued. A noise report was been completed which does not identify any additional areas meeting the Federal requirements for a noise wall

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planned construction strategy. We are implimenting the recommendations received into the contract documents.

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(1) (2) (3) (5) (6) (7) (8) (9) (10) [10a] (11) (12) (13) (14) (16) (17) (18) (19) (20) (21)






Qualitative Display of the Best Guess Impact

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MAX 1.00$M H

Most Likely 0.50$M M $,Mo


MIN 2.0Mo VL

MAX 12 0M VL L M H VH

Rock blasting will completed just prior to sunset during the lowest day time traffic volume time period. Public involvement plans will be required prior to the work commencing to minimize the traffic impacts. Nearby residences will be given the opportunity to relocate to area hotels during the bl tiM

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Construction strategy coordinated with Construction PE, Construction Traffic and PAO during Constructability review December 2008. Y

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Indirect costs associated with

delays in completing rock cut area

ositi

ve

rela

tion

dule

Pro

babi

lity

Avo

idan

ce

Con

stru

ctio

nThe rock cut area east of the Snohomish River Bridge has short work windows due to the presence of bald eagle nesting areas nearby. The large amount of rock cut and the short closure hours available to close SR 522 for blasting may cause delays to the project schedule. Rock blasting must be done during daylight

Delays during removal of rock cut

material from highway.

Cos

t

Con

stru

ctio

n P

E50%

Mod

erat

e Ver

y Lo

wLo

w

0.27

$M

5

Activ

e




MAX 2.00$M H


6 0 L $

MIN VL

MAX VL L M H VH

Most Likely


MAX 0.80$M H $Most Likely 0.50$M M


MIN 1.0Mo VL


Th t 2 0M

quar

terly This risk will be revisited after the Geotechnical

Report is completed. The CN estiamte has $4M included for ground improvements C

onst

PE

Sche

duleC

onst

ruct

ion

YE

SGeotechnical and soft soils

I t

Soft soils have been identified near the Snohomish River Bridge abutments. Stone column soil improvements will be required.

Additional stone columns may be

required to stablilze the abutments and

retaining walls.

Cos

t

Pro

babi

lity

Acc

epta

nceVer

y Lo

wN

O R

ISK

Bid prices from similar projects will be reviewed on a regular basis. N

O

Acc

epta

nce

The construction cost estimate will be adjusted to account for changes in unit prices.

Des

ign

PE

7

Dor

man

t 0.38

$M1.

5Mo

mon

thly

75%

Hig

h Additional stone columns will be required if the soil conditions differ from the Geotechnical borings.

Posi

tive

corr

elat

ion

Impact

Pro

babi

lity

Cos

t

Materials cost escalation; steel, concrete, asphalt

Sche

dule

25%

Low

Low

NO

RIS

K

0.35

$M0.

0Mo

blasting.

6

Activ

e

Con

stru

ctio

n The unit cost prices in the current estimate reflect the lower prices of steel, concrete and asphalt from the last 6 months. These prices may go higher prior to the ad date.

A sharp spike in the bid prices for steel,

concrete and asphalt.

2.2MPo corr

e

Sche

d

Impact

blasting must be done during daylight hours.

C

Ver

y L


MIN 0.00$M VH

MAX 1.00$M H


8 0 L $

MIN VL

MAX VL L M H VH

Most Likely


MAX 9.50$M H


0 Master Duration Risk L $,Mo

MIN 12.0Mo VL


Will know in February if two columns are needed or not. Need to find out if building two columns side-by-side in the same HPA window is feasible from the same temporary work trestle that was envisioned in the EA. If not may need to permit for an extra construction season. Had meeting with Environmental on August 10th, we determined NEPA re-evauation is needed and so is ESA re- Decision was made on August 10th, 2009 to S

Two columns at each pier may be needed to

resist lateral earthquake loading

Risk is to Ad scheule and Engineer's CN

estimate

Pro

babi

lity

truct

ion

HQ Bridge has identified a risk that due to width of proposed bridge being greater

than 40 feet, and increased siesmic loading that results, two columns instead of one may be needed to prevent tipping

HQ Bridge will not know if one or two columns are needed until February 2010.

If two columns are needed, this will extend the timeline neded for permit aquirement (at the minimum as ESA re-initiation will

be needed which takes 6 months to acquire). Also the Bridge scour and River hydraulics report will need to be revised to

This risk was re-emphasized during

Cos

t

Mar

k A

lliso

n

25%

w

1.59

$M

Mod

erat

e

ve

YE

S

Mitigation Credits for Wetland and

Floodplain impacts are not accepted by

the regulatory agencies

Impact

Wetland and floodplain impacts are planned to be mitigated for by purchasing credits at the wetland mitigation banks.

Bank credits not approved for use by regulatory agencies.

Cos

t

Pro

babi

lity

Posi

tive

corr

elat

ion

Sche

duleC

onst

ruct

ion The wetland bank site was purchased for $674k but

the site is presently not cleared for use by WDFW due to site issues that have not been addressed by the owner. The CN estimate (the base estimate) has $900k in it for the floodplain credits

25%

S ImpactN

0.0M

o

NO

RIS

K

0.09

$M

Low

Ver

y Lo

w

8

Dor

man

t


initiation and need to revise the mitigation report and JARPA package to reflect added impacts to wetlands and River for two shafts per pier instead of one. This provides the worst case scenario for review by Envrionmental agencies, if HQ Bridge & Structures decides in February they only need on e shaft/column per pier the Environmental agencies view this as less impact than shown in Environmental docuemnts which will be acceptable.

Mod

erat

erevise Environmental documents to show two

columns per pier. YE

S

Sche

dule

Impact

Pre-

cons

t

reflect the two columns per pier design. There is some risk the Sonohomish River to US2 Interchange portion of the project

will not make December 2010 Ad. Possibly delaying the start of in-water work from Spring 2011 to Spring 2012 instead. Cost risk is to the Engineer's

estimate of the contract, basically equal to the inflation value for the length of delay to

project during construction phase (assume one year due to missing in-water work window) applied to contract $$ cost

size for the Snohomish RIver to US2 portion (approx. 5% to 10% of $120M).

the recent Design Kickoff held July

22nd, 2009.

Des

ign

PE

MLow

3.0M

o

9

Activ

Critical Issue

Ris

k #

Sta

tus

Dep

ende

ncy

Pro

ject

Pha

se




Risk Trigger

Type

Pro

babi

lity/

Cor

rela

tion

Exp

ecte

d Im

pact

($

M)

Pro

babi

lity

(%

)

Impa

ct

Stra



Ris

k O

wne

r

Risk Review Dates


Is R

isk

on C

ritic

al P

ath?

(1) (2) (3) (5) (6) (7) (8) (9) (10) [10a] (11) (12) (13) (14) (16) (17) (18) (19) (20) (21)






Qualitative Display of the Best Guess Impact

(15)


MAX 0.00$M H


10 0 L Mo

MIN 0.0Mo VL

MAX 12 0M VL L M H VH

Decision to revise the Environmental documents to show two columns/shafts per pier was made

Two columns at each pier may be needed to

address lateral siesmic loading

concern. May result in two seasons to build

the in-water piers.

Pro

babi

lity

Contacted parametrix who detailed the number of piles allowable in the EA. The width of work trestle is

Cos

t

k A

lliso

n

25%

0.00

$M

NO

RIS

K

onRisk to constrcution schedule and cost

due to possible need for two columns at each pier of the Snohomish River Bridge to prevent tipping during siesmic loading event. Irf this is the case this will affect

buildability during the fixed HPA timeframe window. Two columns to be built off the

same work platform will require the Risk was re-MAX 12.0Mo VL L M H VH


Threat MIN VH

MAX H

Most Likely M


MIN VL

MAX VL L M H VH

Movement of plan location is limited to only 10 feet, which doesn't help us. Any more woud result in drastic superstructure design change. The drastic change would mean the girders would no lonter be prismatic shape and thus could no te launched, wuld have to be set on top of temporary support sturcurtres instead which wuld require additional tempoary pile work that sulld have to placed in the watrer, meaning the girder placement could only happen during the HPA work window of July and AUgust THis wuld severly impact CN schedule andM

o

Decision to revise Environmental docuemtns to show pier #2 as in-water work was made August

10th, 2009…, coincides with similar issue of potential for two columns per pier for the same

bridge (risks #9 and #10). If HQ Bridge & Structures design results due in February show

one column will work, the Environmental doucuments do not need to be changed to reflect

YE

S

movmeent of Snohomish River

bank now means the plan location of pier 2

is in-water work. Threat to PE Ad

schedule.

ule

Pro

babi

lity

Con

stru

ctio

n The west bank of the Snohomish River has moved approx. 15 feet in last winter

storms. This results in the pier 2 plan location now being in-water work which previously was not identified as in-water work in Environmental documentation.

The project team had pier 2 location staked July 16th

and went out to look at its proximity to the River on July

22ndC

ost

NO

RIS

K

NO

RIS

KS

K

0.00

$M

11

Activ

e

to show two columns/shafts per pier was made August 10th, 2009. Plan to submit for JARPA and

Shoreline Pemrits in February 2010, will seek extension of HPA work window to accommodate

second shaft for pier #3.

YE

S

the in water piers.

Sche

dule

Impact

piles allowable in the EA. The width of work trestle is 34 feet, which is enough room for only one drill rig. Thus need to pursue extending the HPA work window another 3 weeks to get the second shaft and colun built in same HPA season.

Des

ign

PE

Mar

k

Low

Mod

erat

e

2.5M

o

10

Activ

e

Con

stru

ctio same work platform will require the

platform to be wide enough to accomodate two drill rigs or to extend the

HPA work window, or to comlpete the work in the following year's HPA work

window. The AGC team stated work by the same drill rig with multtple crew shifts not likely to be efficient and is not practical to consider. Cost risk is basically inflation rate for project cost for one year. Cost is

captured in risk #9 above thus no risk dollars show here for risk #10.

Risk was reemphasized during the recent Design kickoff held July

22nd, 2009.

Threat Most Likely


MAX 1.00$M H


12 0 L

MIN 0.0Mo VL



Setup an internal meeting to plan on how to approach the fairground operator. Y

ES

Right of Way Acquisition

Sche

dule

Impact

Pro

babi

lity

Real Estate Services will be pursuing P&U fromcarwash property. Projedt team, RES, Management, and traffic operations will be coordinating with fairgournd operator to inform them with the project impacts.

Cos

t

Shr

if S

hakl

awun

/Joh

n Je

nsen

95%

NO

RIS

K

NO

RIS

KN

O R

ISK

0.00

$M0.

0Mo

AUgust. THis wuld severly impact CN schedule and cost. Better sterategy is to keep pier location wherte it is and revise the Envirionmental docuemnts to reflect the in-water work for pier #2. The cost is not reflected here in rsik #11 becasue it is captured by similar risk detailed in risks #9 & #10 above.

12

Ret

ired

Pre-

cons

truct

ion

Acquiring r/w for one stormwater poond by relocating a Carwash business and

impacting access to remaining businesses, and displacing the fairground

parking to make room for another pond

Carwash business would need to be relocated for one

pond site. The acquisition from this

parcel will also impact access to

remaining businesses the 2nd pond will desplace abourt one-third of

the fairground parking that has been leasing the state r/w. These

ponds need to be

0.0M

o doucuments do not need to be changed to reflect one shaft/column per pier (will simply be viewed by Environmental agencies as less impact than

shown in documents).

Sche

du

Impact

work in Environmental documentation. 22nd.

NO

RIS

SR 522 Snohomish River Bridge To US 2 Widening – Project Management Plan Appendix B i

Appendix B SR 522 Snohomish River Bridge to US 2 Vicinity Widening

Updated Team Identification – Roles & Responsibilities

Roles and Responsibilities/ Work Breakdown These are the specific roles and responsibilities of the team as a whole; each party’s purpose, key responsibilities, and specific role in lead design status and review design status.

Work Breakdown Item WSDOT

Lead PMX Lead &

WSDOT Review Project Management (Overall) Survey & Basemap Design Documentation - PDA Environmental Documentation

• Biology Report

• Mitigation Bank

• Permit Documentation Prep.

• Permit Application

Drainage

• Stormwater Report

• River Scour Analysis

• Pre Hydraulic Analysis

• Stream riparian design- landscape

• Stream design - engineering

• Drainage PS&E

Utilities Coordination HQ Geotech/Region Materials

• Surfacing Report • Updated Geotechnical Report • Ponds (Geotech. Investigations)

• Soils investigations

• Foundations

Bridge & Minor Structures

• Wall design and PS&E

• Bridge PS&E

Traffic Design

• Electrical Design and PS&E

• ITS Design and PS&E

• Signing Design and PS&E

Roadway Design

• Independent Alternative Analysis

• Cost Estimate

• Roadway/Civil PS&E

• Landscape Design and PS&E

SR 522 Snohomish River Bridge To US 2 Widening – Project Management Plan Appendix B ii

Right of Way

• Right of Way Plans

• Real Estate Services

The following is a list of the participants and their roles and responsibilities for the above items.

Regional Administrator: Lorena Eng Project Sponsor Communicate project progress to stakeholders and WSDOT Headquarters.

Area Engineering Managers (EM): Design EM/Construction EM Randy Simonsen/Messay Shiferaw

Project sponsor Provide guidance on policy issues Provide oversight of the PMP, scope, schedule, and budget Review and approve the design documentation package Work with stakeholders to resolve any issues or roadblocks Review and approve project specific Special Provisions.

City of Monroe: Managing Engineer Maggie Brown

Review and provide comments on elements of the project within City limits Issue any necessary permits.

Bridge and Structures Office: Design Manager Rich Zeldenrust

Architect Paul Kinderman Provide PS&E for bridges Review and approve architectural treatments for Bridges and Walls in consultation with

NWR Landscape Architect Provide schedule and cost estimate for bridge office design work.

HQ Geotech/Region Materials Office: Region Materials Engineer Chris Johnson Asst.Region Materials Engineer Nabil Dbaibo HQ Materials Office Todd Mooney

Region and HQ drill crews will complete all remaining borings for bridges, walls, luminaires, signals, and drainage ponds

Review and approve updated soils information required to complete the design as needed Monitor geotechnical instrumentation, including slope indicators and piezometers as

needed Provide an approved and stamped Geotechnical Report Conduct pavement investigation to support the design of the project Provide approved and stamped Surfacing Report Coordinate with the Geotechnical Branch and Pavement Design Branch of the HQ’s

Material Lab Provide EEP Materials Lab Concurrence Provide recommendation for wall foundation (retaining, noise)

SR 522 Snohomish River Bridge To US 2 Widening – Project Management Plan Appendix B iii

Provide Summary of Geotechnical Recommendations for inclusion in the 100% Special Provisions

HQ and Region Materials offices will provide to the Design office a scope of work, schedule and cost estimate for completing their items of work.

Communications: Manager Jamie Holter Public Information Officer Mike Murphy

Respond to inquiries from the public via e-mail and telephone Coordinate with Design Office to create and implement project webpage, fliers, and

Communication Plan – External Communication Create and maintain website Manage media relations Create and distribute flyers, video, folios, and news releases, as necessary Manage & coordinate public meetings/hearings.

Construction Office: Project Engineer Dave Lindberg

Construction Engineer for this project during construction Participate in brainstorming ideas for construction access and traffic control Provide guidance and advice during the design phase to the Project Delivery Team on

constructability issues Review and comment on Contract PS&E submittals Provide review and/or concurrence of estimate at 60%, 90%, and PS&E Review and

provide written comments and explanations for estimate items not agreed with Review and approve project specific special provisions Review Environmental Compliance Notes Review Traffic Control estimate and provide checklist Review and comment on the construction schedule and the number of working days Review and comment on items in the Quality Assurance Control Matrix.

Construction Traffic: Manager Bonnie Nau CTCO Engineer Juan Reyes

Provide guidance and approval of the Work Zone Traffic Control Strategy Provide information for and review of the traffic control plans Assist in identifying traffic control related concerns/issues Assist/facilitate coordination of projects within the area Provide allowable closures hours Review and comment on PS&E submittals.

Design Project Office: Project Engineer Mark Allison Assistant Project Engineer Tim Nau Project Managers Jim Larson/Andrea Burgess/Vanessa Ness

Design oversight of the project Project Engineer will stamp the design office portion of the contract plans Manage and update the Project Management Plan and update the risk matrix on a

monthly basis

SR 522 Snohomish River Bridge To US 2 Widening – Project Management Plan Appendix B iv

Communicate project progress and risks to executive management Maintain the direction of Purpose and Mission Sets goals and provide guidance and advice Work with local agencies to resolve any issues or roadblocks Maintain/monitor the schedule and budget and update/present monthly Region

confidence reports Respond to public and business inquiries regarding the project, including making

presentations to stakeholders in public settings Manage and administer the consultant design contract Liaison between the Project Delivery Team and the Management Team. Provide quarterly project updates for the Gray Notebook and the on-line Quarterly

Project Report (QPR).

Design Team: WSDOT Design Project Manager Jim Larson Consultant Project Manager Dave Hilderbrandt “PMX”

Coordinate design team operations and incorporate products from specialty groups to the project management plan, design file, PS&E, and technical reports as needed.

Design oversight: including meeting requirements of the design manual, other manuals, and the team mission.

Provide technical advice regarding individual design elements and maintain project base map

Develop and provide project information as needed by specialty groups Bring concerns from the design team to the management team Update the design team on decisions/recommendations of management Update the Design documentation, Base Maps, Utility Coordination, construction

schedule, basemap, hydraulic report updates, and PS&E Coordinate with Environmental office regarding environmental and permitting issues Coordinate with Local Agencies for early project input and concerns Coordinate constructability review meetings Prepare displays for public meetings Provide a design & PS&E deliverable, including non-standard retaining walls, which is

within scope, schedule, and budget.

Environmental Services: Manager Kerry Ruth

Environmental Permits: Permit Lead John Maas Environmental Coordinator Linda Cooley Environmental Technical Advisor John Bennett

Provide guidance and review of consultant JARPA drawings, mitigation memo, biology report and inclusion in JARPA application

Provide guidance and recommendation to team on environmental regulatory issues and mitigations ratios

Negotiate and obtain updated/additional environmental permits, except noise variances, as needed

Provide environmental documentation and applicable permits in time for project AD

SR 522 Snohomish River Bridge To US 2 Widening – Project Management Plan Appendix B v

Communicate with the appropriate State, Local, and Federal Agencies to obtain the appropriate permits required

Coordination with FHWA, HQ Environmental, Resource Agencies, Tribes, and Design Office

Inform the design team in a timely manner what information will be needed at what times to ensure that permits are received on schedule

Provide guidance and review of Environmental Compliance Notes Provide Environmental Compliance Notebook to Construction.

Environmental Air/Acoustics/Energy Program: Manager Jim Laughlin

Obtain Noise Variance for night work from City of Monroe and Snohomish County Provide Noise Variance special provision for PS&E Be the primary contact with local jurisdictions granting noise variances/exemptions Participations in public meetings and provide response to public inquires Provide QA/QC on any proposed noise when design is finalized.

Environmental Biology Program: Manager Brian Bigler Biologist Rob Thomas

PMX will provide wetland biology report with WSDOT review Coordinate use of Snohomish Basin Mitigation Bank for wetland mitigation PMX will develop Wetland Mitigation Report with review by WSDOT PMX will develop Stream Mitigation Report with review by WSDOT Advise the Design Team regarding biology issues PMX will complete Talent ditch determination/memo with review by WSDOT Provide RFQQ package for public bid for wetland, floodplain and stream buffer

mitigation bank credits.

Environmental Hydraulics Program: Manager Erik Hansen Hydraulic Engineers Nick Abedin/Yared Bereded-Samuel

Provide guidance to Design Team regarding highway drainage and Stormwater runoff issues

Review and approve Hydraulic Report Type A Liaison between Design Office and HQ Hydraulics Review and comment on PS&E submittals Attend meetings (constructability/consultation, field visits).

Landscape Architect Manager David Peterson Project Lead Tina Vincent

Provide guidance on architectural issues for walls, etc. Provide an Architectural Guidelines Report Update permit drawing packages as needed Provide stamped PS&E deliverables which are within scope, schedule and budget for

temporary impacts, 5 ponds and 2 infiltration trenches Provide stream mitigation plans and specifications for the project as needed.

SR 522 Snohomish River Bridge To US 2 Widening – Project Management Plan Appendix B vi

Maintenance Office Area Superintendent Ron Morton Assistant Steve Russell

Provide guidance and advice during the design phase to the Project Delivery Team on maintainability issues

Review and comment on 60%, 90%, and 100% submittals Provide assistance on the identification of existing facilities Provide assurance that the concepts of “on time and on budget” and “constructed with

regard to the best interests of the public” are not mutually exclusive.

Planning, Design and Operations: Manager Ramin Pazooki Design Documentation Leslie Barben-Price Agreement Writer Kathy Eldred

Obtain necessary construction permits and/or detour agreements and/or general agreements from Snohomish County and Cities within project limits as needed

Communicate to the project office new developments that will change the roadway geometrics on this stretch of roadway

Review, process, and record the Project Development Approval phase of the Design Documentation Package

Coordinate with the Area Engineering Manager, Assistant Regional Administrator, and Assistant State Design Engineer regarding design issues.

PS&E Review Office: PS&E Review Office Manager Jack Schindler Reviewer Lorraine Sagdahl

Review of Plans, Specifications, and Estimates (PS&E) at 60%, 90%, and 100% Preparation and advertisement for PS&E packages, including bid opening, award and

contract execution Review and preparation of addenda Guide design team in developing special provisions & E-Base cost estimate Provide project status report.

Program Management: Program Delivery Manager Pani Saleh Nickel Program Manager Lam Nguyen

Provide oversight of the schedule and budget for program delivery Participate in securing necessary funds Approve Project Control Report Forms (PCRF) as needed.

Real Estate Services Manager John Jensen

Provide input and data (title information, permits, etc.) to the Design team, Environmental team, Utilities team, and others

Appraise property and/or property rights Acquire the necessary property and/or property rights (including access) Communicate and coordinate with other teams to clear right of way Provide R/W Certification prior to Ad.

SR 522 Snohomish River Bridge To US 2 Widening – Project Management Plan Appendix B vii

Right of Way Plans: Manager Mary French

Review all aspects of Right of Way, Sundry Site, Access Hearing, and other plans associated with the acquisition of property.

Organize completed ROW Plans review package and submit to HQ for final review and approval.

Right of Way Update and Land Survey Office: Manager Joe Simek Office Engineer Mark McDonald

Provide general pick-up and spot survey of missing elements for the Design office as requested

Assist in preparation of Right of Way, Sundry Site, Access Hearing, and other plans associated with the acquisition of property

Guidance in Survey property corners & monument recording.

Traffic Design Office: Design & Construction Traffic Engineer Brian Dobbins Asst. Traffic Design Engineer Duke Do

Is responsible for PS&E development of signing, illumination, signals, and ITS PS&E elements of the subject project

Interprets and applies State/WSDOT/Region policy, standards and practices regarding signing, illumination, signals, and ITS PS&E elements

Provides Professional Engineer stamp on work produced by the Traffic Design Office Attends Area Confidence Report Meetings Maintain the project scope, schedule, and budget Will provide a scope, schedule and budget to the Project Design Office for all elements of

work planned to be completed by the Traffic Design Office. Sign Design Team Leader Russell Day

Supervises the preparation of PS&E for sign design deliverables on WSDOT projects

Schedules, assigns, and tracks design work for the design team Supervises the review or reviews work produced by design team Supervises the review or reviews PS&E for sign design deliverables Communicate design process status (obstacles encountered and data required) to

Design Office. Sign Designer John Holdren

Prepares plans, specifications, and estimates (PS&E) for Traffic sign design deliverables for WSDOT projects within scope, schedule, and budget

Reviews PS&E signing and/or design compatibility with these items for compliance with current State and Region design standards and practices

Completes research work to obtain “as-built” information and conducts field review to verify site conditions, as-built information and base map plans.

Electrical Design Team Leader Al Mostowfy Supervises the preparation of PS&E for electrical design deliverables on WSDOT

projects Schedules, assigns, and tracks design work for the design team Supervises the review or reviews work produced by design team

SR 522 Snohomish River Bridge To US 2 Widening – Project Management Plan Appendix B viii

Supervises the review or reviews PS&E for sign design deliverables Communicate design process status (obstacles encountered and data required) to

Design Office. Electrical Designers Soth Kov/Ahmad Schafi

Prepares plans, specifications, and estimates (PS&E) for Traffic electrical (illumination and signals) design deliverables for WSDOT projects within scope, schedule, and budget



ITS Team Leader Mosen Janka Supervises the preparation of PS&E for ITS design deliverables on WSDOT

projects Schedules, assigns, and tracks design work for the design team Supervises the review or reviews work produced by design team Supervises the review or reviews PS&E for sign design deliverables Communicate design process status (obstacles encountered and data required) to

Design Office. ITS Designer Phuc Tran

Prepares plans, specifications, and estimates (PS&E) for Traffic ITS design deliverables for WSDOT projects within scope, schedule, and budget



Utilities Office: Utility Engineer Don Wills Project Utility Engineer Heba Awad

Coordinate utility locates and utility plan survey requirements with the design office and utilities as necessary to accurately identify potential utility impacts

The Utility Accommodation Team evaluates and authorizes the installation of utilities and other facilities or activities within the state highway right of way.

The Project Utility Team coordinates the project needs with the utility companies. Areas of responsibility include utility locates, utility relocation, subsurface utility engineering, utility agreements, control zone guidelines compliance, and utility service agreements.

Update design office with utility as-builts as needed Coordinates all utility agreements required for project.

Activity ID Activity Name Scheduled Start Scheduled Finish Actual Start Actual Finish RemainingWorking Days

Approx. % Complete

SR 522/Snohomish River Bridge to US 2SR 522/Snohomish River Bridge to US 2 07-May-02 A 07-Oct-15 07-May-02 1552 0.98%

Preliminary EngineeringPreliminary Engineering 07-May-02 A 14-Mar-11 07-May-02 403 0.98%

General Project Management & Overhead - Preliminary EngineeringGeneral Project Management & Overhead - Preli... 07-May-02 A 14-Mar-11 07-May-02 403 1.11%

Project Management and OverheadProject Management and Overhead 07-May-02 A 14-Mar-11 07-May-02 403 1%

0025 Parametrix Work (LOE) 07-May-02 A 03-Aug-09 07-May-02 0 100%

0045 Design Office Project Management (LOE) 01-Jul-09 A 14-Mar-11 01-Jul-09 403 5.03%

0055 Design Overhead (AD and IR) (LOE) 01-Jul-09 A 14-Mar-11 01-Jul-09 403 5.03%

0115 Specialty Group Project Management (LOE) 01-Jul-09 A 14-Mar-11 01-Jul-09 403 5.03%

0135 Assess Alternatives - PMX 04-Aug-09 27-Oct-09 59 0%

0165 Decision Point for Scope Revision 01-Dec-09 01-Dec-09 0 0%

0035 Project Contingency 12-Jan-11 13-Jan-11 1 0%

0125 Management Reserve 12-Jan-11 13-Jan-11 1 0%

Public and Agency InvolvementPublic and Agency Involvement 04-Nov-09 04-Feb-10 60 0%

0085 Public Involvement Plan 04-Nov-09 04-Feb-10 60 0%

Consultant AdministrationConsultant Administration 01-Jul-09 A 06-Dec-10 01-Jul-09 337 2.03%

0145 PMX Scope Preparation and Negotiation #13 01-Jul-09 A 03-Aug-09 01-Jul-09 1 90%

0075 Consultant Administration (LOE) 01-Jul-09 A 03-Aug-09 01-Jul-09 0 100%

0155 PMX Supplemental Agreement #13 (LOE) 03-Aug-09 06-Dec-10 337 0%

0175 PMX Supplemental Agreement #14 (LOE) 03-Aug-09 24-Dec-09 99 0%

0174 PMX Scope Preparation and Negotiation #14 26-Aug-09 02-Sep-09 5 0%

Environmental Review and PermittingEnvironmental Review and Permitting 25-Feb-08 A 19-Oct-10 25-Feb-08 306 0%

Mitigation Credit PurchaseMitigation Credit Purchase 25-Aug-09 18-Aug-10 246 0%

0554 Visit Al Borlin Park and Assess for Mitigation (25 Aug) 25-Aug-09 25-Aug-09 1 0%

0555 Stream/Flood RFQQ PEO Submittal Package 13-May-10 11-Jun-10 20 0%

0615 Stream/Flood RFQQ Preparation & Review by AG 11-Jun-10 12-Jul-10 20 0%

0625 Stream/Flood RFQQ Advertisment 12-Jul-10 26-Jul-10 10 0%

0626 Stream/Flood RFQQ Proposal Conference 26-Jul-10 27-Jul-10 1 0%

0627 Stream/Flood RFQQ Bidder Selection 27-Jul-10 28-Jul-10 1 0%

0628 Stream/Flood Escrow for Mit. Credit Purchase 28-Jul-10 18-Aug-10 15 0%

0635 Stream/Flood Mit. Credit Purchase 18-Aug-10 18-Aug-10 0 0%

Endangered Species Act ComplianceEndangered Species Act Compliance 29-Sep-09 23-Feb-10 98 0%

0355 ESA Re-Initiation 29-Sep-09 23-Feb-10 98 0%

Section 106 & Executive Order 05-05 ComplianceSection 106 & Executive Order 05-05 Compliance 10-Sep-09 11-Sep-09 1 0%

0592 Transition Meeting with Tribes (Sauk-Seattle and Tulalip) 10-Sep-09 11-Sep-09 1 0%

Discipline StudiesDiscipline Studies 01-Jul-09 A 18-Aug-10 01-Jul-09 262 0%

0595 IDT and MAP Team Work (LOE) 01-Jul-09 A 18-Aug-10 01-Jul-09 262 0%

0515 Post-Split Mitigation Report - PMX 03-Aug-09 A 25-Aug-09 03-Aug-09 17 30%

0525 CAS - PMX 03-Aug-09 A 25-Aug-09 03-Aug-09 17 30%

0535 SMA (Stream Buffer Update) 03-Aug-09 26-Oct-09 59 0%

0645 Revise River Hydro/Floodplain at Bridge Study - PMX 29-Sep-09 24-Dec-09 59 0%

NEPA/SEPA ComplianceNEPA/SEPA Compliance 24-Nov-09 23-Feb-10 59 0%

0795 NEPA Re-Evaluation 24-Nov-09 23-Feb-10 59 0%

Environmental Review Documentation CompleteEnvironmental Review Documentation Complete 18-Aug-10 18-Aug-10 0 0%

0785 Post-Spilt Env Documentation Complete 18-Aug-10 18-Aug-10 0 0%

Environmental PermitsEnvironmental Permits 25-Feb-08 A 19-Oct-10 25-Feb-08 306 0%

JARPAJARPA 25-Feb-08 A 09-Apr-10 25-Feb-08 172 0%

0773 Split JARPA - PMX 25-Feb-08 A 25-Aug-09 25-Feb-08 17 50%

0775 JARPA (revegetation) Drawing Preparation - Landscape 26-Aug-09 09-Apr-10 155 0%

0776 JARPA (impact) drawing preparation - Design Office 26-Aug-09 26-Feb-10 125 0%

0777 JARPA Application Preparation 26-Aug-09 19-Nov-09 59 0%

0778 JARPA Complete (Submit to Agencies) (01 Mar) 23-Feb-10 23-Feb-10 0 0%

PermitsPermits 23-Oct-09 19-Oct-10 248 0%

0800 HPA 23-Oct-09 22-Jan-10 59 0%

0805 NPDES 23-Oct-09 22-Dec-09 39 0%

0815 Section 401 B1 Analysis 23-Oct-09 27-May-10 148 0%

0820 Short Term Water Quality Modification 23-Oct-09 28-Jan-10 64 0%

0885 Miscellaneous Permits & Approvals 04-Nov-09 04-Feb-10 60 0%

0850 Sno County Substantial Development Permit 23-Nov-09 02-Aug-10 173 0%

0860 Sno County Flood Hazard Permit 23-Nov-09 02-Aug-10 173 0%

0835 Critical Area Ordinance Permit - City of Monroe 15-Dec-09 21-Jul-10 150 0%

0884 Hazardous Materials Generation Permit 21-Dec-09 18-Mar-10 59 0%

0846 Noise Variance - Snohomish County 22-Dec-09 15-Apr-10 79 0%

0855 Sno County Shoreline Permit 24-Dec-09 10-Aug-10 157 0%

0780 Corps Section 404 Permit Individual 23-Feb-10 05-Oct-10 157 0%

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb2009 2010 2011 2012

Parametrix Work (LOE)

Design Office Project Management (LOE)

Design Overhead (AD and IR) (LOE)

Specialty Group Project Management (LOE)

Assess Alternatives - PMX

Decision Point for Scope Revision

Project Contingency

Management Reserve

Public Involvement Plan

PMX Scope Preparation and Negotiation #13

Consultant Administration (LOE)

PMX Supplemental Agreement #13 (LOE)

PMX Supplemental Agreement #14 (LOE)

PMX Scope Preparation and Negotiation #14

Visit Al Borlin Park and Assess for Mitigation (25 Aug)

Stream/Flood RFQQ PEO Submittal Package

Stream/Flood RFQQ Preparation & Review by AG

Stream/Flood RFQQ Advertisment

Stream/Flood RFQQ Proposal Conference

Stream/Flood RFQQ Bidder Selection

Stream/Flood Escrow for Mit. Credit Purchase

Stream/Flood Mit. Credit Purchase

ESA Re-Initiation

Transition Meeting with Tribes (Sauk-Seattle and Tulalip)

IDT and MAP Team Work (LOE)

Post-Split Mitigation Report - PMX

CAS - PMX

SMA (Stream Buffer Update)

Revise River Hydro/Floodplain at Bridge Study - PMX

NEPA Re-Evaluation

Post-Spilt Env Documentation Complete

Split JARPA - PMX

JARPA (revegetation) Drawing Preparation - Landscape

JARPA (impact) drawing preparation - Design Office

JARPA Application Preparation

JARPA Complete (Submit to Agencies) (01 Mar)

HPA

NPDES

Section 401 B1 Analysis

Short Term Water Quality Modification

Miscellaneous Permits & Approvals

Sno County Substantial Development Permit

Sno County Flood Hazard Permit

Critical Area Ordinance Permit - City of Monroe

Hazardous Materials Generation Permit

Noise Variance - Snohomish County

Sno County Shoreline Permit

Corps Section 404 Permit Individual

A52234E - SR 522/Snohomish River Bridge to US 2 Schedule as of 01 Aug 2009 Data Date: 01-Aug-09 Print date: 13-Aug-09 06:54

Page 1 of 4


Approx. % Complete

0845 Noise Variance - City of Monroe 17-May-10 07-Sep-10 79 0%

0895 Environmental Compliance Notebook 05-Oct-10 19-Oct-10 10 0%

Environmental Permits ReceivedEnvironmental Permits Received 05-Oct-10 05-Oct-10 0 0%

0890 Environmental Permits Received 05-Oct-10 05-Oct-10 0 0%

Geotechnical EvaluationsGeotechnical Evaluations 01-Jul-09 A 14-May-10 01-Jul-09 197 0%

Geotech Pkg 1 - Cathcart, Sno River & Walls 1-5Geotech Pkg 1 - Cathcart, Sno River & Walls 1-5 17-Aug-09 11-Dec-09 81 0%

1290 Geotech Pkg 1 - Cathcart, Sno River & Walls 1-5 (11 Dec) 17-Aug-09 11-Dec-09 81 0%

1289 Geo Pkg 1 - Lab Testing (6 Nov) 24-Sep-09 06-Nov-09 32 0%

Geotech Pkg 2 - 179th & Wall 13bGeotech Pkg 2 - 179th & Wall 13b 24-Aug-09 14-May-10 182 0%

1277 Geo Pkg 2 - Lab Testing (2 Oct) 24-Aug-09 02-Oct-09 29 0%

1390 Geo Pkg 2 - 179th & Wall 13b (14 May) 15-Jan-10 14-May-10 84 0%

Geotech Pkg 3 - 164th & Walls 12,13Geotech Pkg 3 - 164th & Walls 12,13 14-Dec-09 03-Feb-10 35 0%

1410 Geo Pkg 3 - 164th & Walls 12,13 14-Dec-09 03-Feb-10 35 0%

Geotech Pkg 4 - Culvert, WC & Walls 8 &10Geotech Pkg 4 - Culvert, WC & Walls 8 &10 15-Sep-09 29-Jan-10 93 0%

1278 Geo Pkg 4 - Analysis and Report Writing - Culvert, WC & W... 15-Sep-09 29-Jan-10 93 0%

Geotech Drilling/ExplorationGeotech Drilling/Exploration 01-Jul-09 A 01-Dec-09 01-Jul-09 83 0%

1281 Embankments Geotech Report (1 Dec) 01-Jul-09 A 01-Dec-09 01-Jul-09 83 0%

1275 Additional Boring (Field Exploration) 17-Aug-09 15-Sep-09 21 0%

Bridge and StructuresBridge and Structures 01-Jul-09 A 12-Jan-11 01-Jul-09 362 1.19%

Bridge / Structure Design & PlansBridge / Structure Design & Plans 01-Jul-09 A 12-Jan-11 01-Jul-09 362 1.19%

Final Bridge and Structure PlansFinal Bridge and Structure Plans 03-Aug-09 16-Aug-10 261 0%

0997 Bridge and Structures Plan - Snohomish River Bridge 03-Aug-09* 14-Jun-10 216 0%

0996 Bridge and Structures Plan - Cathcart Road Bridge 01-Sep-09* 26-Feb-10 121 0%

0999 Bridge and Structures Plan - 179th Street Bridge 04-Jan-10* 16-Aug-10 157 0%

0998 Bridge and Structures Plan - 164th Street Bridge 01-Mar-10* 16-Aug-10 118 0%

Other Bridge and Structure PlansOther Bridge and Structure Plans 01-Jul-09 A 12-Jan-11 01-Jul-09 362 4.6%

0930 Bridge & Structures Project Management (LOE) 01-Jul-09 A 12-Jan-11 01-Jul-09 362 5.57%

1115 New Column Info. from Bridge Office 03-Aug-09 A 28-Aug-09 03-Aug-09 20 10%

0995 Wildlife Crossing 29-Sep-09 14-Jan-10 73 0%

0958 Wall Design & Plans - PMX 01-Dec-09 30-Aug-10 189 0%

0978 Noise Wall Design 21-Dec-09 29-Dec-09 5 0%

1855 Minor Structures Plans 15-Jan-10 29-Apr-10 73 0%

0956 Bridge Specials and Estimates (LOE) 13-May-10 31-Aug-10 76 0%

0945 Sign Structure Design (by Bridge) 18-May-10 30-Aug-10 73 0%

0946 Sign Structure Plans (by Bridge) 18-May-10 28-Jul-10 50 0%

Project DevelopmentProject Development 11-Apr-08 A 14-Mar-11 11-Apr-08 403 1.31%

Misc. Design WorkMisc. Design Work 10-Aug-09 A 26-Oct-09 10-Aug-09 60 0%

0655 Fish & Wildlife Design Concept Pkg - WC and Fence 10-Aug-09 A 28-Sep-09 10-Aug-09 40 0%

1655 Wildlife Fence Design 29-Sep-09 26-Oct-09 20 0%

Project Data, Survey Data and BasemapProject Data, Survey Data and Basemap 03-Aug-09 29-Sep-09 41 0%

1075 Survey - Add'l topo - PMX 03-Aug-09 28-Aug-09 20 0%

1085 Decision on Location of Pier #2 03-Aug-09 28-Sep-09 39 0%

1095 Define Impacts of Column Changes - PMX 31-Aug-09 28-Sep-09 20 0%

1065 Survey Drill Holes for Geotech 16-Sep-09 29-Sep-09 10 0%

Materials (Roadway)Materials (Roadway) 23-Jun-09 A 15-Sep-09 23-Jun-09 31 0%

1240 Surfacing/Resurfacing Report 23-Jun-09 A 15-Sep-09 23-Jun-09 31 0%

Roadway Geometrics and PlansRoadway Geometrics and Plans 21-Aug-09 21-Aug-09 0 0%

Channelization PlansChannelization Plans 21-Aug-09 21-Aug-09 0 0%

1315 Channelization Plans Approved 21-Aug-09 21-Aug-09 0 0%

HydraulicsHydraulics 05-Aug-09 A 15-Sep-09 05-Aug-09 31 0%

1355 ABKJ Add'l Revision of Stormwater Report 05-Aug-09 A 14-Aug-09 05-Aug-09 10 0%

1360 Region Approves Hydraulic Report 17-Aug-09 17-Aug-09 0 0%

1361 Headquarters Approves Hydraulic Report 17-Aug-09 15-Sep-09 21 0%

PartnershipsPartnerships 04-Nov-09 30-Apr-10 120 0%

1370 Local Agencies Agreements/MOU's 04-Nov-09 30-Apr-10 120 0%

1380 Tribal Agreements/MOU's 04-Nov-09 30-Apr-10 120 0%

Roadside RestorationRoadside Restoration 27-Jul-09 A 28-May-10 27-Jul-09 207 0.66%

1594 Draft Architectural Guidelines Report 27-Jul-09 A 21-Aug-09 27-Jul-09 15 30%

1595 Architectural Guidelines Report 24-Aug-09 19-Oct-09 40 0%

1545 Roadside Restoration Design and Plans 04-Nov-09 28-May-10 140 0%

Traffic Design & PlansTraffic Design & Plans 01-Jul-09 A 06-Dec-10 01-Jul-09 337 4.47%

Signing Design & PlansSigning Design & Plans 01-Jul-09 A 30-Aug-10 01-Jul-09 271 7.46%

1607 Signing Design and Plans (LOE) 01-Jul-09 A 30-Aug-10 01-Jul-09 271 7.46%

Illumination Design & PlansIllumination Design & Plans 01-Jul-09 A 31-Aug-10 01-Jul-09 271 7.45%


Noise Variance - City of Monroe

Environmental Compliance Notebook

Environmental Permits Received

Geotech Pkg 1 - Cathcart, Sno River & Walls 1-5 (11 Dec)

Geo Pkg 1 - Lab Testing (6 Nov)

Geo Pkg 2 - Lab Testing (2 Oct)

Geo Pkg 2 - 179th & Wall 13b (14 May)

Geo Pkg 3 - 164th & Walls 12,13

Geo Pkg 4 - Analysis and Report Writing - Culvert, WC & Walls 8 &10 (29 Jan)

Embankments Geotech Report (1 Dec)

Additional Boring (Field Exploration)

Bridge and Structures Plan - Snohomish River Bridge

Bridge and Structures Plan - Cathcart Road Bridge

Bridge and Structures Plan - 179th Street Bridge

Bridge and Structures Plan - 164th Street Bridge

Bridge & Structures Project Management (LOE)

New Column Info. from Bridge Office

Wildlife Crossing

Wall Design & Plans - PMX

Noise Wall Design

Minor Structures Plans

Bridge Specials and Estimates (LOE)

Sign Structure Design (by Bridge)

Sign Structure Plans (by Bridge)

Fish & Wildlife Design Concept Pkg - WC and Fence

Wildlife Fence Design

Survey - Add'l topo - PMX

Decision on Location of Pier #2

Define Impacts of Column Changes - PMX

Survey Drill Holes for Geotech

Surfacing/Resurfacing Report

Channelization Plans Approved

ABKJ Add'l Revision of Stormwater Report

Region Approves Hydraulic Report

Headquarters Approves Hydraulic Report

Local Agencies Agreements/MOU's

Tribal Agreements/MOU's

Draft Architectural Guidelines Report

Architectural Guidelines Report

Roadside Restoration Design and Plans

Signing Design and Plans (LOE)


Page 2 of 4


Approx. % Complete

1612 Post-Split Illumination Design & PS&E (LOE) 01-Jul-09 A 31-Aug-10 01-Jul-09 271 7.45%

ITS Design & PlansITS Design & Plans 29-Jul-09 A 06-Dec-10 29-Jul-09 337 0%

1636 ITS Design and Plans for PS&E (LOE) 29-Jul-09 A 06-Dec-10 29-Jul-09 337 0%

UtilitiesUtilities 22-Jun-09 A 03-Sep-10 22-Jun-09 275 0%

1644 SUE - Cathcart (1 Dec) 22-Jun-09 A 01-Dec-09 22-Jun-09 83 0%

1643 SUE - 164th (4 Jan) 22-Jun-09 A 04-Jan-10 22-Jun-09 105 0%

1642 Utilities Office Charges (LOE) 01-Jul-09 A 03-Sep-10 01-Jul-09 275 0%

1645 Utility Relocation Plan 04-Mar-10 26-May-10 60 0%

1650 Utility Agreements 27-May-10 03-Sep-10 70 0%

Work Zone Traffic Control (WZTC) - Design & PlansWork Zone Traffic Control (WZTC) - Design & Plans 03-Sep-09 01-Dec-09 59 0%

1675 Work Zone Traffic Control Strategy Revision 03-Sep-09 01-Dec-09 59 0%

Design DocumentationDesign Documentation 11-Apr-08 A 21-Dec-09 11-Apr-08 97 0%

1690 Design Documentation Package - PMX 11-Apr-08 A 14-Aug-09 11-Apr-08 10 90%

1706 Design Approved 15-Sep-09 15-Sep-09 1 0%

1707 Update Design Doc for Project Development Approval 14-Dec-09 18-Dec-09 5 0%

1710 Project Development Approval 21-Dec-09 21-Dec-09 1 0%

Contract Plan Sheets PreparationContract Plan Sheets Preparation 03-Aug-09 23-Aug-10 266 0%

60% Contract Plans Preparation60% Contract Plans Preparation 27-Aug-09 24-Sep-09 20 0%

1806 60% Site Prep Plans 27-Aug-09 24-Sep-09 20 0%

90% Contract Plans Preparation90% Contract Plans Preparation 04-Nov-09 07-Dec-09 20 0%

1816 90% Site Prep Plans 04-Nov-09 07-Dec-09 20 0%

Final Contract Plans PreparationFinal Contract Plans Preparation 03-Aug-09 23-Aug-10 266 0%

1795 Alignment / Right of Way Plans 03-Aug-09 24-Dec-09 100 0%

1830 Drainage Plans 16-Sep-09 10-Feb-10 100 0%

1765 Vicinity Map 18-Sep-09 22-Sep-09 3 0%

1845 Paving Plans 21-Sep-09 16-Feb-10 100 0%

1790 Stage Construction Plans 24-Sep-09 22-Dec-09 60 0%

1820 Roadway Profiles 24-Sep-09 22-Dec-09 60 0%

1875 Wildlife Fence Plans 27-Oct-09 24-Nov-09 20 0%

1815 Environmental and/or Wetland Mitigation Plans 21-Dec-09 14-May-10 100 0%

1780 Roadway Section Plans 22-Dec-09 17-May-10 100 0%

1825 TESC Plans 22-Dec-09 17-May-10 100 0%

1680 Traffic Control Plans 22-Dec-09 17-May-10 100 0%

1810 Existing Utilities Plan 05-Jan-10 26-May-10 100 0%

1835 Utility Plans 05-Jan-10 03-Mar-10 40 0%

1850 Pavement Marking Plans 17-Feb-10 11-May-10 60 0%

1805 100% Site Preparation Plans 13-May-10 11-Jun-10 20 0%

1685 Detour Plan 17-May-10 11-Aug-10 60 0%

1770 Summary of Quantities 11-Jun-10 12-Jul-10 20 0%

1800 Quantity Tabs 12-Jul-10 09-Aug-10 20 0%

1760 Index 23-Aug-10 23-Aug-10 1 0%

Contract Specifications DevelopmentContract Specifications Development 07-Oct-09 30-Aug-10 225 0%

1865 Contract Specifications 07-Oct-09 26-Feb-10 96 0%

1870 Summary of Geotechnical Conditions 24-Aug-10 30-Aug-10 5 0%

Construction Estimate DevelopmentConstruction Estimate Development 16-Sep-09 05-Feb-10 96 0%

1878 Engineer's Cost Estimate of Construction - 60% 16-Sep-09 29-Sep-09 10 0%

1890 Working Day Estimate 24-Sep-09 22-Oct-09 20 0%

1879 Engineer's Cost Estimate of Construction - 90% 04-Nov-09 07-Dec-09 20 0%

1880 Engineer's Cost Estimate of Construction - 100% 07-Dec-09 05-Feb-10 41 0%

Construction PermitsConstruction Permits 04-Nov-09 10-Mar-10 83 0%

1900 Construction Permits 04-Nov-09 10-Mar-10 83 0%

1915 Haul Road and Detour Agreement 04-Nov-09 10-Mar-10 83 0%

1920 Turnback Agreement 04-Nov-09 09-Feb-10 63 0%

Constructability ReviewsConstructability Reviews 07-Oct-09 13-May-10 150 0%

60% Constructability Review60% Constructability Review 07-Oct-09 04-Nov-09 21 0%

1938 60% Constructability Review (7 Oct to 20 Oct) 07-Oct-09 20-Oct-09 10 0%

1937 Send 60% Plans out for Review (7 Oct) 07-Oct-09 07-Oct-09 0 0%

1941 60% Comments Due (28 Oct) 28-Oct-09 28-Oct-09 0 0%

1942 60% Constructability Meeting (4 Nov) 04-Nov-09 04-Nov-09 1 0%

90% Constructability Review90% Constructability Review 15-Apr-10 13-May-10 20 0%

1950 90% Constructability Review (15 Apr to 6 May) 15-Apr-10 06-May-10 15 0%

1949 Send 90% Plans out for Review (15 Apr) 15-Apr-10 15-Apr-10 0 0%

1951 90% Comments Due (6 May) 06-May-10 06-May-10 0 0%

1952 90% Constructability Meeting (13 May) 13-May-10 13-May-10 1 0%

PS&E ReviewsPS&E Reviews 31-Aug-10 30-Nov-10 62 0%


Post-Split Illumination Design & PS&E (LOE)

ITS Design and Plans for PS&E (LOE)

SUE - Cathcart (1 Dec)

SUE - 164th (4 Jan)

Utilities Office Charges (LOE)

Utility Relocation Plan

Utility Agreements

Work Zone Traffic Control Strategy Revision

Design Documentation Package - PMX

Design Approved

Update Design Doc for Project Development Approval

Project Development Approval

60% Site Prep Plans

90% Site Prep Plans

Alignment / Right of Way Plans

Drainage Plans

Vicinity Map

Paving Plans

Stage Construction Plans

Roadway Profiles

Wildlife Fence Plans

Environmental and/or Wetland Mitigation Plans

Roadway Section Plans

TESC Plans

Traffic Control Plans

Existing Utilities Plan

Utility Plans

Pavement Marking Plans

100% Site Preparation Plans

Detour Plan

Summary of Quantities

Quantity Tabs

Index

Contract Specifications

Summary of Geotechnical Conditions

Engineer's Cost Estimate of Construction - 60%

Working Day Estimate



Construction Permits

Haul Road and Detour Agreement

Turnback Agreement

60% Constructability Review (7 Oct to 20 Oct)

Send 60% Plans out for Review (7 Oct)

60% Comments Due (28 Oct)

60% Constructability Meeting (4 Nov)

90% Constructability Review (15 Apr to 6 May)

Send 90% Plans out for Review (15 Apr)

90% Comments Due (6 May)

90% Constructability Meeting (13 May)


Page 3 of 4


Approx. % Complete

1964 PS&E Turn-In (31 Aug) 31-Aug-10 31-Aug-10 0 0%

1965 Plans Distributed for 6 Week Initial Review (07 Sep) 07-Sep-10 07-Sep-10 0 0%

1966 Initial Review (07 Sep to 15 Oct) 07-Sep-10 15-Oct-10 28 0%

1967 Initial Review Comments Due (15 Oct) 15-Oct-10 15-Oct-10 0 0%

1968 Address Initial Comments (18 Oct to 25 Oct) 18-Oct-10 25-Oct-10 5 0%

1975 Roundtable Meeting (26 Oct) 25-Oct-10 26-Oct-10 1 0%

1976 Address Round Table Comments (27 Oct to 02 Nov) 26-Oct-10 02-Nov-10 5 0%

1977 Proof Copy PS&E Turn-In (2 Nov) 01-Nov-10 01-Nov-10 0 0%

1978 Proof Copy Distributed (9 Nov) 08-Nov-10 08-Nov-10 0 0%

1988 Proof Copy Review (9 Nov to 12 Nov) 08-Nov-10 10-Nov-10 2 0%

1989 Proof Copy Comments Due (12 Nov) 10-Nov-10 10-Nov-10 0 0%

1990 Address Proof Copy Comments (15 Nov to 19 Nov) 12-Nov-10 18-Nov-10 4 0%

2000 Final Signed PS&E to Region (19 Nov) 18-Nov-10 18-Nov-10 0 0%

2005 Ad Package to Headquarters (1 Dec) 30-Nov-10 30-Nov-10 0 0%

Contract Ad & AwardContract Ad & Award 27-Oct-09 14-Mar-11 343 0%

2050 R/W Certification 27-Oct-09 27-Oct-09 0 0%

2049 Ad and Award Costs (LOE) 30-Nov-10 12-Jan-11 29 0%

2065 Printing (2 Dec) 01-Dec-10 02-Dec-10 1 0%

2060 Construction Funding Approval 06-Dec-10 06-Dec-10 0 0%

2075 Advertisement (AD Date) 06 Dec 2010 06-Dec-10 06-Dec-10 0 0%

2090 Addendum Deadline 28-Dec-10 28-Dec-10 0 0%

2095 Bid Opening (12 Jan) 12-Jan-11 12-Jan-11 0 0%

2100 Award 12-Jan-11 12-Jan-11 0 0%

2105 PE Phase End 14-Mar-11 14-Mar-11 0 0%

Right of WayRight of Way 07-Aug-09 A 27-Oct-09 10-Aug-09 60 0%

General Project Management & Overhead - Right of WayGeneral Project Management & Overhead - Righ... 27-Oct-09 27-Oct-09 0 0%

RW Phase EndRW Phase End 27-Oct-09 27-Oct-09 0 0%

2180 RW Phase End 27-Oct-09 27-Oct-09 0 0%

Parcel/Agreement (Parcel/Agreement ID)Parcel/Agreement (Parcel/Agreement ID) 07-Aug-09 A 26-Oct-09 10-Aug-09 60 0%

Acquisition - LaborAcquisition - Labor 07-Aug-09 26-Oct-09 56 0%

2190 Right of Way Aquisition Hammock (LOE) 07-Aug-09 26-Oct-09 56 0%

Acquisition - Parcel PaymentAcquisition - Parcel Payment 10-Aug-09 A 26-Oct-09 10-Aug-09 60 0%

2215 R/W Purchase (post-split) 10-Aug-09 A 26-Oct-09 10-Aug-09 60 0%

ConstructionConstruction 14-Mar-11 07-Oct-15 1149 0%

Construction MilestonesConstruction Milestones 14-Mar-11 07-Oct-15 1149 0%

Construction Work StartConstruction Work Start 14-Mar-11 07-Oct-15 1149 0%

2630 Construction Start 14-Mar-11 14-Mar-11 0 0%

2629 Construction Work Hammock (LOE) 15-Mar-11 07-Oct-15 1148 0%

Operationally CompleteOperationally Complete 20-Oct-14 20-Oct-14 0 0%

2650 Operationally Complete 20-Oct-14 20-Oct-14 0 0%

CompletionCompletion 07-Oct-15 07-Oct-15 0 0%

2675 Final Contract Completion 07-Oct-15 07-Oct-15 0 0%

CN Phase EndCN Phase End 07-Oct-15 07-Oct-15 0 0%

2695 CN Phase End 07-Oct-15 07-Oct-15 0 0%


PS&E Turn-In (31 Aug)

Plans Distributed for 6 Week Initial Review (07 Sep)

Initial Review (07 Sep to 15 Oct)

Initial Review Comments Due (15 Oct)

Address Initial Comments (18 Oct to 25 Oct)

Roundtable Meeting (26 Oct)

Address Round Table Comments (27 Oct to 02 Nov)

Proof Copy PS&E Turn-In (2 Nov)

Proof Copy Distributed (9 Nov)

Proof Copy Review (9 Nov to 12 Nov)

Proof Copy Comments Due (12 Nov)

Address Proof Copy Comments (15 Nov to 19 Nov)

Final Signed PS&E to Region (19 Nov)

Ad Package to Headquarters (1 Dec)

R/W Certification

Ad and Award Costs (LOE)

Printing (2 Dec)

Construction Funding Approval

Advertisement (AD Date) 06 Dec 2010

Addendum Deadline

Bid Opening (12 Jan)

Award

PE Phase End

RW Phase End

Right of Way Aquisition Hammock (LOE)

R/W Purchase (post-split)

Construction Start


Page 4 of 4

PROJECT MANAGEMENT PLAN UPDATE - wsdot.wa. · PDF fileLead Project Manager: Jim Larson Project...

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Transcript of PROJECT MANAGEMENT PLAN UPDATE - wsdot.wa. · PDF fileLead Project Manager: Jim Larson Project...